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Repsol Digital Program Enrique Fernández Puertas HEAD OF DIGITALIZATION PMO
Disclaimer
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ALL RIGHTS ARE RESERVED © REPSOL, S.A. 2019 The information included in this document is published pursuant to the provision of article 226 of the Spanish Securities Market Law. This document contains statements that Repsol believes constitute forward-looking statements which may include statements regarding the intent, belief, or current expectations of Repsol and its management, including statements with respect to trends affecting Repsol’s financial condition, financial ratios, results of operations, business, strategy, geographic concentration, production volume and reserves, capital expenditures, costs savings, investments and dividend payout policies. These forward-looking statements may also include assumptions regarding future economic and other conditions, such as future crude oil and other prices, refining and marketing margins and exchange rates and are generally identified by the words “expects”, “anticipates”, “forecasts”, “believes”, estimates”, “notices” and similar expressions. These statements are not guarantees of future performance, prices, margins, exchange rates or other events and are subject to material risks, uncertainties, changes and other factors which may be beyond Repsol’s control or may be difficult to predict. Within those risks are those factors described in the filings made by Repsol and its affiliates with the “Comisión Nacional del Mercado de Valores” in Spain and with any other supervisory authority of those markets where the securities issued by Repsol and/or its affiliates are listed. Repsol does not undertake to publicly update or revise these forward-looking statements even if experience or future changes make it clear that the projected performance, conditions or events expressed or implied therein will not be realized. Some of the figures included in this document are considered Alternative Performance Measures (APM) in accordance with the guidelines of the European Securities and Markets Authority (ESMA). Further information on APMs (definition, purpose, reconciliation with financial statement figures) may be found on Repsol´s corporate website. This document does not constitute an offer or invitation to purchase or subscribe shares, pursuant to the provisions of the Royal Legislative Decree 4/2015 of the 23rd of October approving the recast text of the Spanish Securities Market Law and its implementing regulations. In addition, this document does not constitute an offer to purchase, sell, or exchange, neither a request for an offer of purchase, sale or exchange of securities in any other jurisdiction. The information contained in the document has not been verified or revised by the External Auditors of Repsol.
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Digital & Technology are recognized as key levers for Repsol 2018-2020 Strategic Update
Developing skills and capabilities into the new Repsol culture to lead the future
Further improve corporate savings reaching 9% cost reduction by 2020
Talent Lean Corporation
• Excellence in talent
management, anticipating needs and renewing our abilities, promoting cultural diversity and engagement
• Drive inspirational leadership focused on: Results Orientation, Accountability, Collaboration, Entrepreneurial Attitude
• Digitalization (eg., RPA) and
automation
• Organization simplification (expansion of Global Services)
• Company-wide Lean and Agile innovative new ways of working culture
Enables the future Repsol: lower emissions, more efficient, more competitive
Technology
• Industrial assets: Advanced
simulation, modelling & control to optimize operations
• Chemicals: Leading-edge materials development
• Commercial: New products & services development
• Upstream: Leading-edge geophysics & simulation / modelling capabilities
Ambitious digital program to transform the company for the future
Digitalization
• Incremental FCF by 2022 in
€1B/y (€300M/y by 2020)
• Driving cultural change and new ways of working
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An ambitious Digital plan for Repsol and Downstream
Recurrent impact from 2022 onwards
Positive impact is coming not only from savings… but also from new revenue sources
In addition to economic impact, Digitalization is bringing a culture transformation, in a sustainable way
Target impact of €300M in 2020, and €1,000M in 2022, investing
more than €100M/y
2020 2022
300
1,000
Industrial Commercial E&P & Corporation
Incremental Pre-tax FCF from Digital Innitiatives vs 2017
(M€)
5
Our people are at the center of the Program, aligned with its strategic relevance and pushing for its success
and we have a track record of delivering results in similar situations,
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across all management levels
>80% consider Digitalization a top priority
1 YEAR BEFORE SCHEDULE committed and willing to accept changes
in their roles to favor Digitalization
+16pp believing Repsol has a vision for the future that is both easy to understand and meaningful
Engagement
>90% OF OUR EMPLOYEES
OF OUR EMPLOYEES
% OF EMPLOYEES
15% IN DIGITAL INCENTIVES Digitalization included in both area and individual incentive objectives
“GO” program delivered results
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Businesses lead our Program, leveraging structured portfolios and strong governance
Businesses lead the transformation
ALL BUSINESSES PARTICIPATE, AND PLAY A LEADING ROLE
PORTFOLIOS STRUCTURED AROUND STRATEGIC PRIORITIES
STRONG GOVERNANCE IN PLACE
Businesses have structured their Digital Portfolios around strategic priorities
Bi-yearly presentations to the Board
Quarterly presentations to the Executive Committee
Monthly presentations to top management within businesses
(1/portfolio, 4/month)
Weekly reviews and ongoing support by Digital Unit and Digital leaders
within businesses Digital unit provides capabilities, ensures all
businesses participate and a prioritized portfolio
UPSTREAM INDUSTRIAL
CORPORATION
INDUSTRIAL
COMMERCIAL
• Flawless and always safe
• Zero Unexpected Failures
• Autonomous Plan
• End to end business planning
• Integrated Planning and operations
• Analytical Pricing and Loyalty
• Omnichannel customer experience
• Sales workforce Digital enablement
• Commercial New Business Models
• Customer-Driven vision
COMMERCIAL
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We invest in Digital capabilities, structured around 10 Hubs
UPSTREAM INDUSTRIAL
COMMERCIAL CORPORATION
DATA ANALYTICS & AI
UX & DESIGN
BLOCKCHAIN & DIGITAL EXPERIMENTATION
OMNICHANNEL
AGILE
RPA – SOFTWARE ROBOTICS
CLOUD COMPETENCE CENTER
CYBERSECURITY
DIGITAL MARKETING
HARDWARE ROBOTICS
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We invest in Digital capabilities, structured around 10 Hubs
Data Analytics & AI Hub example metrics and approach
100+
5
3
2
1
4
Data extraction
Data repository (Datalakes)
Data exploitation tools
Advanced Analytics Lab
Third parties connectivity
BIG DATA ADVANCED ANALYTICS
MODELS BEING DEVELOPED
80+ INFORMATION INPUTS
3 PETA BYTES OF DATA
To ensure a sustainable transformation, we leverage new ways of working
AGILE EXECUTION, with shorter
development cycles and faster value
delivery
CONTINUOUS IMPROVEMENT,
with customer-oriented processes
FLEXIBLE ORGANIZATION,
encouraging multidisciplinary, autonomous and
accountable teams
ENTREPRENEURSHIP stimulating the best talent
Training and
ENABLEMENT
(and growing) Agile/ other new method
trained on Digital topics
hands-on
PRODUCT OWNERS (USERS)
TECHNICAL LEADS,
DEVELOPMENT TEAMS…
~80% OF CASES
>1000 EMPLOYEES
Digitalization is also a prime example of applying the Talent and Lean Corporation levers of the 2018-2020 Strategic Update
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Progress to date of Digital Program in Downstream
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Incremental pre-tax Cash Flow From Operations vs 2017 (€M)
58€M impact in 2018, well above target
58
2018 Actual Target
29
Delta
29
2018 Actual Delta
40 33
Target
73
Industrial Commercial
40€M invested, with cost effectiveness above expectations
~750 people involved, internal and external
>80 cases, showing increasing industrialization
400 Commercial Industrial
Number of Digital cases (# of cases)
40 43
6
60
16
44 45
Envis. & Concept.
Prod. Dev. (MVP) Scale-up & Mature Ops.
Q4 2018
Q4 2017
Q4 2019 (est.)
Q4 2018
Q4 2017
Q4 2019 (est.)
350
+100%
6
52
19 21
-45%
30 15 8
Industrial Commercial
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What + IF… we could invent the future
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FLAWLESS AND ALWAYS SAFE
ZERO UNEXPECTED FAILURES
AUTONOMOUS PLANT
END TO END BUSINESS PLANNING
Four strategic priorities in Industrial Digital portfolio
What if… we improved our crude supply by both better planning and buying?
Challenge Improve the global planning decisions using a better optimization engine and multi-case analysis; while setting the foundations for other future business planning digital initiatives.
Approach and solution Multi-disciplinary team developing a global model that adapts current planning tool to a multi-start advanced optimization tool with multi-case sensitivity analysis.
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Industrial case examples: Advanced PIMS Optimization
6 months from Envisioning to MVP
Joint effort by a multidisciplinary team (users, programmers, supervisors…)
€15M/y
> €20M/y
What if… we chose the best blending from available crudes?
Challenge Optimize the crude scheduling process given refinery constraints to provide feasible blending scenarios for the next 30 days; no commercial solution exists in the market, as we are a rare example of multi-crude optionality
Approach and solution Iterative exploration of possible analytical approaches, through an Agile methodology, scaling gradually in complexity Tool customized to Repsol's needs, based on a scenario-generation model and optimization based on user-defined criteria
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Industrial case examples: Crude Oil Blending
10 months from Envisioning to MVP
Agile development, increasingly complex and precise
<€10M/y
What if… we increased reliability and optimized maintenance?
Challenge Support & guide reliability management by having a precise and integral vision of assets' reliability status and counting with analytic tools to optimize both short- and mid-term maintenance plans
Approach and solution Multi-disciplinary team working on an agile approach, leading to a centralized management environment integrated with all relevant maintenance systems that determines assets' health status through a newly defined indicator, and indicates best actions
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Industrial case examples: Asset Health & Predictive Maintenance
10 months from Envisioning to MVP
Reinforces culture of reliability and optimized maintenance
>€4M/y
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Six strategic priorities in Commercial Digital portfolio
INTEGRATED PLANNING AND OPERATIONS
ANALYTICAL PRICING AND
LOYALTY
OMNICHANNEL CUSTOMER
EXPERIENCE
SALES WORKFORCE
DIGITAL ENABLEMENT
COMMERCIAL NEW BUSINESS
MODELS
CUSTOMER-DRIVEN VISION
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What if… we could personalize our prices and offers to each of our client's preferences?
Challenge Personalize pricing and promotions in Retail Stations to individual client's preferences, profile and price sensitivity
Deploy personalized offers across all relevant channels (Waylet, email, ticket)
Approach and solution Leveraged vast amount of customer transactional data from loyalty programs (+6.5M customers & 100M transactions/year) to distill client's behavior and profile
Developed advanced machine learning models to predict customers future behavior and select optimal pricing
Developed omnichannel offer personalization solution, integrated with points of sales, Waylet and email, allowing personalized offers to reach clients from different channels
Commercial case examples: Offer Personalization models
4 months from Envisioning to MVP
Increased client engagement and loyalty
>€15M
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What if… we enable our sales workforce with new Digital tools?
Challenge Leverage new Digital tools to increase sales workforce effectiveness, optimize key sales processes and boost customer data management (e.g. understand behavior, anticipate needs…)
Approach and solution Analyzed current sales workforce, client pain-points (manual processes, etc.) and latent needs through interviewing and shadowing
For each business, designed new sales processes and Digital platform based on Salesforce
Commercial case examples: Digital Sales Workforce
3 months from Envisioning to MVP
Automated previously manual tasks and provided intuitive access to customer's real-time data
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>€5M/y
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What if… we are able to leverage individual client data in renegotiations with our Dealers?
Challenge Leverage analytics to understand degree of customer-loyalty to Repsol in customer base of each DoDo retail station and assess real value to Repsol of each dealer contract.
Provide data-driven insight to Repsol Sales workforce to guide contract negotiations
Approach and solution Built analytical model that simulates loyal customers behavior and estimates real impact of losing a DoDo service station
Salesforce trained in real economics and bargaining power
Commercial case examples: Network Portfolio Optimizer
6 months from Envisioning to MVP
Advanced analytics used to model customer behavior
>€1M
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Technology and Corporate Venturing Jaime Martín Juez TECHNOLOGY & CORPORATE VENTURING CORPORATE DIRECTOR
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Vision
Balanced Portfolio
Development Capabilities
Model
Investment Tools
Use Cases
Light-duty road segment
AGENDA
Combining R&D and Corporate Venturing (CV) capabilities
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Vision
Business driven
Hybrid Focus
In-depth technology expertise Cash flow generation New revenue sources
Prototyping and demos in very fast tracks in our facilities Competitive edge in the mid-long term
Shortening the technology full implementation cycle Disruptive applications
Leveraging in-house capabilities with external talent Flexible collaboration schemes Outsmart competition and diversify project portfolio
Technology application Shortening time to market Open innovation
Balanced Combined approach of technology projects and investments in cutting edge startups
Boosting the application of technology disruption to gain competitive advantages
Building up an ambitious and well-structured portfolio according to business demands
Coping with short-term challenges while ensuring long term competitiveness
PURPOSE
DEFINITION
ENABLERS
Balanced Portfolio
HORIZON 1 (H1)
Accessing to external talent to increase the impact of current H1 and H2 projects and position Repsol in certain technology fields
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200 PROJECTS
93 PROJECTS
Tech support focus on current operations and products to strengthen the operating margin
As a key lever to anticipate current and future energy scenarios
107 PROJECTS
Tech developments to create growth options to businesses
HORIZON 2 (H2) INVESTMENT
230 RESERCHERS
20 PATENTS FILLED
190 ALLIANCES
84€M INVESTMENT IN TECHNOLOGY IN 2018
85€M CORPORATE VENTURING 2016-2020
100$M OGCI*2017-2026
* OGCI – Oil and Gas Climate Initiative
Tackling sectorial challenges through best in class applied technology and exploring disruptive approaches
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Development capabilities
SECTORIAL CHALLENGES SECTORIAL CHALLENGES TECHNOLOGY APPROACH
CO2 emissions reduction
Competitive production
Products differentiation
Disciplines Use cases Challenges Pathways
PROCESS OPTIMIZATION AND SIMULATION
PROCESS DEVELOPMENT AND ESCALATION
PLASTICS CIRCULARITY
ADVANCED MATERIALS
ADVANCED MOBILITY
ADVANCED MATHEMATICS
New high added value differentiated products
Top performance fuels and lubricants
Customer oriented product portfolio
Reducing the carbon footprint
Increasing operational flexibility
Expansion with proprietary technology
• New products addressing niche applications
• Differentiation in existing product portfolio
• Carbon Capture and Utilization
• Operational efficiency
• Optimization / flexibilization
• Low carbon intensity processes
• Low carbon intensity processes
• Customer oriented product portfolio
• Reducing the carbon footprint of fuels and lubricants
SUSTAINABLE GROWTH CONTRIBUTING TO DOWNSTREAM COMPETITIVENESS BEST IN-CLASS TECHNOLOGIES
REFINING BUSINESS
CHEMICAL BUSINESS
MARKETING BUSINESS
1
2
3
4
5
6
Combining R&D focus with a venturing approach
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Model
PROCESS OPTIMIZATION AND SIMULATION PROCESS DEVELOPMENT AND ESCALATION
ADVANCED MATERIALS ADVANCED MOBILITY
• Improve LPG, fuels and lubricants formulation and characterization
• Develop additives for differentiated products
• Develop low sulfur marine fuels
• Increase crude processing flexibility
• Improve catalysts: activity & selectivity
• Develop advanced biofuels
• Develop the production of Green hydrogen
• Develop biological, thermochemical and lipid platforms for advanced Bios and alternative raw materials
• Increase flexibility of FCC/coker units
• Produce PO and derivatives
• New processes and feeds for base oils, extender oils and waxes production
• Enlarging CO2 polymers portfolio
• Develop materials: additive manufact
• Develop of UHMWPE process
• Develop lightweight material: auto
• Optimization of polyol technology
• Produce polymer-based high performance materials
PLASTICS CIRCULARITY
• Biodegradable bioplastics and differentiated polyolefins
• Chemical recycling and biological valorization of waste into high value chemicals
• New materials for improve recyclability properties
• Support digital wins
• Differentiated algorithms for decision-making processes
• Ad-hoc mathematical models and numerical methods applying A.I.
Technology Downstream disciplines
ADVANCED MATHEMATICS
DOWNSTREAM INVESTMENT FOCUS KEY FIGURES
Leveraging on startups to increase corporate agility and access to best in class innovation
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Investment tools
1 CIRCULAR ECONOMY
2 OPERATIONAL RELIABILITY
3 NEW MATERIALS / PRODUCT DIFFERENTIATION
4 ADVANCED MOBILITY
3.6€M
12.4€M
4.9€M
1.5€M
2017-2026 FUND ENERGY EFFICIENCY 5
6
7
• Internal combustion engines
• Methane leaks emissions, valves and industrial 3D motion intelligence systems
• CO2 uses, catalysts, post combustion CO2 capture, etc.
5 ENERGY TRANSITION
10.4€M
OGCI FUND (Oil and Gas Climate Initiative)
2016-2020 FUND*
100$M
33€M
11 PARTNERS**
16 INVESTMENTS
11%
38%
32%
15%
4%
* Corporate Venturing fund calculations include the following legacy projects: Silence, PPI and Graphenea ** Shell, BP, Total, ENI, Equinor, Saudi Aramco, Petrobras, Oxy, Chevron, and Exxon
CARBON CAPTURE, USE AND STORAGE (CCUS)
METHANE EMISSIONS
CORPORATE VENTURING FUND
Refining business
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Use Cases
DISCIPLINES Process optimization and simulation | Process development and escalation | Advanced mathematics
Increasing the operational flexibility of our industrial assets without compromising operational excellence and reliability.
Reducing the carbon footprint of our products and operations
Chemometric characterization to optimize the crude slate selection.
Advanced models for planning.
Catalysts performance studies to maximize operation cycles and reliability.
Design of processing strategies for advanced biofeeds to comply with REDII
Circular economy using feeds obtained by transforming plastic waste.
H1
H2
Up to 10% potential refining margin gain by increasing opportunity crudes processing capacity (5%/bbl discount).
Potential 1-3% increase in the refining margin through optimization under uncertainty in key parameters .
Creation of an analytic framework for the evaluation of CO2 reduction technologies:
Increasing the energy efficiency of industrial complexes.
Utilities optimization.
Definition of processing strategies in existing hydrogenation units based on feedstock quality .
Assessing pyrolysis technologies assessment to convert MSW or plastics into valid feedstock
Up to 2% energy savings through energy
recovery.
Potential energy efficiency gains in utility networks through use maximization and purge reduction.
Potential -20% emissions through green hydrogen from electrolysis or PEC.
BUSINESS CHALLENGE TECHNOLOGY APPROACH OUTCOMES
Chemical business
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Use Cases
DISCIPLINES Process development and escalation | Plastics circularity | Advanced materials
Obtaining a differentiated product portfolio providing higher margins.
POSM process development: supporting current facilities & new units using Repsol’s proprietary technology.
Creation of a differentiated materials portfolio for additive manufacturing (3D print).
Development of a portfolio of higher added value lightweight automotive materials.
Creation of a portfolio of nanomaterials.
H1
H2
Conceptual design of new improvements in POSM technology included in Repsol Technology Package for international licensors.
Newly designed cellular materials with modified polymer matrix and/or formulation maintaining mechanical performance with up to 30% less weight.
New CO2 (25-30%w) based polymers for niche applications such as adhesives, sealing and impact modifier.
BUSINESS CHALLENGE TECHNOLOGY APPROACH OUTCOMES
Improving the circularity of processes by increasing the use of waste as raw materials.
Expanding the portfolio of CO2 polymers with a lower reliance of fossil feedstock.
Creation of biodegradable polyolefins
Increasing the operational flexibility of our industrial assets without compromising operational excellence and reliability.
BUSINESS CHALLENGE TECHNOLOGY APPROACH OUTCOMES
Advanced mobility business
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Use Cases
DISCIPLINES Advanced mobility
Commercializing top performance fuels and lubricants in present markets.
Marketing new products for new applications.
Formulating new products with advanced characterization and simulation tools.
Fitting commercial additive packages to create a differentiated product portfolio.
H1
H2
Fuel differentiation to support expansion in the network of services stations in Mexico.
Upgrade of mineral lubricants with Group III basestocks .
Homologation and put into service of advanced, long drain lubricants for Wärtsilä, Caterpillar and Jenbacher engines .
Development of ultra high performance fuels and lubricants for the Repsol Honda MotoGP team.
Reducing the carbon impact of products.
Development of a New RON 100 gasoline in the Spanish Market.
New low viscosity lubricant grades with fuel economy attributes for automotive applications
New heavy-duty fuel economy lubes with CO2 evidences based on fleet trials
Developing new liquid fuels
Introducing alternative fuels for new uses
Minimizing CO2 emissions during production and use of our products
BUSINESS CHALLENGE TECHNOLOGY APPROACH OUTCOMES
Specialized products
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Use Cases
DISCIPLINES Process development and escalation | Plastics circularity
Optimizing production processes for lubricant basestocks and specialties.
Differentiating specialties to high margin, low environmental impact products.
Consulting in industrial processes improvement.
Testing alternative feedstock. H1
H2
Alternative crude oils to produce basestocks being tested to offer opportunities to optimize production.
Alternative feedstock evaluated to produce TDAE.
New TDAE process developed to start up in 2021 to produce 40,000 t/y of high quality extender oil. Now in basic engineering phase for Cartagena refinery.
Differentiating specialties to high margin, low environmental impact products.
Improving reliability of production assets.
Light-duty road segment Currently, three methods are used to measure greenhouse gases (GHG) from vehicles, providing very different views of the same issue
Tailpipe emissions (Tank to Wheel) Well to Wheel Life Cycle Analysis
Life Cycle Analysis includes all the relevant contributions for a global issue like greenhouse gases
GHG emissions considered:
• From the tailpipe of the vehicle.
GHG emissions considered:
• From the tailpipe of the vehicle.
• From fuel or electricity production for vehicle use.
GHG emissions considered: • From the tailpipe of the vehicle.
• From fuel or electricity production for vehicle use.
• From vehicle and battery manufacturing and end-of-life (recycling and scrappage).
GHG emissions (t)
Diesel Gasoline BEV battery from China
0
10
20
30
40
GHG emissions (t)
Diesel Gasoline BEV battery from China
0
10
20
30
40
Diesel Gasoline BEV battery from China
0
10
20
30
40
GHG emissions (t)
33
End of life Use in energy production In use tailpipe Battery manufacturing Vehicle manuf. (excl. battery)
Light-duty road segment Greenhouse gases: trends towards 2030
From 2017 to 2030, the following trends are expected for each powertrain with the overall effect on GHG emissions shown in the graph:
Data from internal Repsol study with the following main assumptions. Segment C vehicles. Life 160000 km. ICE vehicles represented with real fuel consumption for “2017” and corrected fuel consumption for “2030” based on FEV (2015). BEV represented with real electricity consumption for “2017” and no improvement in “2030” due to increase in weight caused by increased battery size. Vehicle use is assumed in EU and battery manufacturing site is China. Electricity mixes in “2017” and “2030” extracted from IEA WEO (2018). Battery size for “2017” 43.3 kWh and for “2030” 85.0 kWh. A recently published analysis by Volkswagen (2019) comparing VW Golf diesel and BEV models concludes that BEV emits 18% less GHG than diesel. A recently published study by IFO (2019) comparing a Tesla Model 3 with a Mercedes C-class (diesel and CNG versions) concludes that BEV emits 19.5% more GHG when used in Germany.
Improvements in efficiency of ICE vehicles and GHG emissions from liquid fuels could level life cycle emissions across all powertrains
Internal combustion engine (ICE) vehicles (diesel and gasoline) • ICE vehicle efficiencies will improve (26% and
33% respectively).
• Well to Tank emissions for diesel and gasoline fuels will be reduced (25% expected).
• 2nd generation biofuels will be in the market (14% by energy expected).
Battery electric vehicles • Battery capacities will increase in order to gain
vehicle range.
• Electricity mixes both in Europe and China will evolve towards more renewable generation (wind and solar PV) and less coal, decreasing emissions in battery manufacturing (per kWh) and vehicle use.
Life Cycle Analysis
Diesel Gasoline BEV battery
from China
0
10
20
30
40
Diesel Gasoline BEV battery
from China
GHG emissions (t)
2017 2030
End of life Use in energy production In use tailpipe Battery manufacturing Vehicle manuf. (excl. battery)
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Annex
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Commercial cases cover all strategic priorities
Integrated Planning and operations 1
Analytical Pricing and Loyalty 2
Omnichannel customer experience 3
PPSS DD.SS CHEMICAL LPG LAS E&G PERU
• Mom • Suggested
offering • DIM
• Control Tower
• Track&Trace Chemical
• NACE • Track & Trace LAE
• Blockchain UNLAE
• Invoice autom. • Remote measuring • Sales mgmt. • Workforce monitor.
• Personalized offering
• Pricing EE.SS. • Portfolio optim. • Franchise analytics • New campaign
model • Data monetization
• Pricing VV.DD.
• NoW 4.0 • Six Senses
• Pricing GLP • LPG Finder
• Pricing UNLAE
• E&G Digital acquisition (Mirai)
• Churn Reduction
• Advanced pricing oil
• Pricing non-oil
• Loop • CRC
Transformation • Waylet 2.0
• Omnichannel residential
• Web Portal Chemical
• Omnichannel LPG
• Portal Web • Infinity • Amazon
channel • International
Portal LPG
• Integration MdP RedSys
• Fleet platform • Autogas
invoicing
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Commercial cases cover all strategic priorities
Sales workforce Digital enablement 4
Integrated Planning and operations 5
Customer-Driven vision 6
DD.SS CHEMICAL LGP LAS E&G PERU
• Workforce enablement VVDD
• Workforce enablement Chemical
• ATD
• Workforce
enablement
GLP
• Workforce enablement UNLAE
• Professional workfor. • Payment collection • Receipt automatiz. • Customer experience
Wible; Fleet mgmt. system; Ibil; PSD2; Distributed generation; Roadmap SSII; Energy Management System
Global Customer
Note: Not exhaustive
PPSS
